How I approached it
Pulled directly from Gatsby’s roadmap themes and KPIs
Measured features against relative effort vs. likely impact
Connected each decision to ARR growth, retention, or adoption
Outlined success metrics so impact could be tracked after launch
Prioritization
On-Premise GitHub → unblock large enterprise deals already waiting.
Public API → top customer request, unlocks developer productivity and scale.
Web Performance Budgets → strengthen Gatsby’s performance story.
Limit Free Tier to Personal Git Repos → wedge to push orgs toward paid.
Prebuilt Site on Account Creation → helps non-technical users but less ARR impact.
WordPress Starter → useful but not urgent.
7- 8. Agency Plan Creator & Directory → low impact on revenue in the short term.
Key insight
Instead of spreading the team across eight features, I recommended two focus tracks: On-Premise GitHub and a Public API. These directly supported Gatsby’s biggest revenue goals.
Impact
Gatsby appreciated the clarity and focus.
I was hired as a Product Manager for Growth & Onboarding.
I still use the same approach today: connect features to company outcomes, make tradeoffs explicit, and define success measures up front.
